1. List all the "corrective actions," "conditions for certification" or "strategies for improvement" imposed by the NCAA Division I Committee on Athletics Certification in its first-cycle certification decision (if any) as they relate to equity and welfare issues. In each case, provide: (a) the original "corrective action," "condition," or "strategy" imposed; (b) the action(s) taken by the institution and the date(s) of those action(s); and (c) an explanation for any partial or noncompletion of such required actions. [Note: The institution is not required to respond to recommendations for required actions developed by the peer-review team unless those same recommendations were adopted by the Committee on Athletics Certification.]

The NCAA Division I Committee on Athletics Certification imposed no corrective actions.

2. Report on the implementation of the plan to address gender-equity issues developed by the institution during its first-cycle certification process. Specifically, include: (a) the original plan, (b) the action(s) taken by the institution, (c) the date(s) of the action(s), (d) action(s) not taken or not completed, and (e) explanation(s) for partial completion. Include plans for improvement or other recommendations developed during the interim report process, if any.

Appendix IV-A includes the MSU-Bozeman Equity Plan for Intercollegiate Athletics 1996-2001. There were no interim plans formally adopted for either gender or minority equity. However, in 1999, parts of a draft interim plan were developed but were never adopted by the University.

MSU-Bozeman has worked to address gender equity in athletics. The 1996-2001 Equity Plan contains four major goals for promoting gender equity. Each of these major goals has a set of objectives and measures of success. We report on the success to date in meeting each of these goals, objectives, and measures of success.

Goals and Objectives of the MSU-Bozeman Equity Plan for Intercollegiate Athletics 1996-2001

I. Support current sports to ensure that teams have the opportunity to be competitive in their conferences.

Each coach has the ultimate goal of winning the conference championship and/or qualifying the team for national competitions. Coaches will be required to develop a set of clearly defined annual and long range goals that specify optimal squad size, recruiting expectations, and competitive goals which take into account existing resource constraints.

Measure of Success: Each coach will have a set of clearly defined goals for his or her sport identifying (1) optimal squad size, (2) participant and scholarship goals, (3) competitive goals, (4) recruiting expectations, and (5) budget, equipment and facilities constraints.

Target Date: Annually.

Responsibility of: Athletic administration and coaches.

Response: MSU-Bozeman has worked to address (1) and (2) above. We have limited squad size in menís track and football and have increased the number of scholarships for women to the maximum allowed by NCAA. There is no evidence that coaches have a set of clearly defined written goals for (3) and (4). The Department of Intercollegiate Athletics feels that this goal may be unnecessary since competitive goals and recruiting expectations do not differ among sports. Information on item (5) is provided in the Department of Intercollegiate Athleticsí Compliance/Operational Manual, section 15.

2. Determining optimal squad size and athlete-to-coach ratios for each sport and adjusting participants and coaching FTE to those levels.

Optimal squad size will be based on (1) the number of competitors and diversity of talent needed to be competitive with conference opponents and/or qualify the team for national competitions, (2) the capability of the coaching staff to provide quality instruction and properly manage safety, (3) average conference and national squad sizes and coach-athlete ratios, recruitment area, and (4) special recruitment challenges.

Measure of Success: Optimal squad sizes will be determined and reported to the Athletics Committee. Numbers of participants, scholarship equivalencies, and coaching FTE will be adjusted to predetermined levels.

Response: We have accomplished this goal relative to what is considered optimal for the 1996-2001 period. Optimal squad sizes and athlete-to-coach ratios need to be continually re-evaluated. Whether these same squad sizes and athlete-to-coach ratios are still optimal relative to the 2002 goals and constraints is discussed in the Equity Plan for 2002-2007 (Appendix IV-B) and the self-study items of the Equity, Sportsmanship, and Welfare section of this report.

3. Increasing FGE's in women's sports closer to the maximums allowed.

While the University has achieved substantial proportionality in its participation opportunities for women, the Equity Task Force encourages the Department of Intercollegiate Athletics to continue its efforts to achieve full proportionality. Recognizing that men are more likely to walk-on than women and walk-on opportunities for men should be controlled but not eliminated, the Equity Task Force believes that the most effective way to increase women's participation to full proportionality is to increase the full grant equivalencies awarded them.

Since the University has greater control over the number of scholarship equivalencies it awards student-athletes than it does over the number of students athletes who participate in intercollegiate sports, increasing the FGEs available to women is the most practical way to increase women's participation now that substantial proportionality has been achieved.

In order to implement this objective, the Department of Intercollegiate Athletics will, over the next four years, fund 16 additional scholarship equivalencies to bring the total FGE's awarded to women closer to the NCAA maximums or, in the case of rodeo, the maximums established by the Director of Athletics. (See Table IV-5)

Measure of Success: Women student-athletes in current sports will have full equivalencies, measured to a deviation of + 5%, by adding 16 scholarship equivalencies.

Response: The percent of womenís participation in athletics at MSU in 2000-2001 is 44.8%, which is within one percentage point of the female undergraduates at MSU (45.6%). (See the EADA report for 2000-2001 Appendix IV-E and Table IV-1 below). MSU-Bozeman has increased the FGEs for women by adding approximately 16 scholarships since 1996. We are currently within 5% of the FGEs for compliance at MSU. Including the 5th year and medical FGEs in the total count, women sports accounted for 41% of the FGEs. The increases are shown in Table IV-2 (below), which is an updated version of Table 5 from the 1996-2001 Equity Plan.

Recruitment budgets will reflect the resources needed to attract the quality and quantity of students needed to position women's teams to be able to compete successfully in their conferences.

Measure of Success: Women's team will have improved results against conference opponents.

Target Date: Phase-in from 1996-97 through 2000-2001.

Responsibility of: Athletic administration and coaches.

Response: Recruitment budgets for womenís athletics have increased over the 1996-2001 period from $51,808 in 1996-97 to $76,657 in 2000-01. We have not been able to determine whether this has resulted in more out-of-state recruitment. As a share of the total recruitment budget, womenís sports accounted for only 31% in 2000-2001, compared with 32.6% in 1996-1997. There appears to be a steady decline in the share of the total recruitment budget accounted for by womenís sports The proportionately low share of the recruitment budgets/expenses for women sports is noted later in this report (See Operating Principle 4.1, Self-Study Item 2).

By: 1. Developing and implementing consistent policies for travel, per diem, and recruiting.

Measure of Success: Policies are developed and remain consistent for similar sports. Discrepancies are identified and equalized.

Target Date: 1996-97.

Responsibility of: Athletic administration.

Response: The guidelines for travel budgets and travel expenses are found in Fiscal Integrity Self-Study report, Operating Principle 3.2 and in Section 16 of the draft of the Department of Intercollegiate Athleticsí Compliance/ Operations Manual.

2. Fully integrating equipment management functions.

Measure of Success: Purchasing and equipment policies will be written and defined. Equipment management will be integrated and conform to policies.

Response: In 1996-98, MSU-Bozeman fieldhouse facilities underwent a major renovation. These renovations to the fieldhouse resulted in improved facilities for all sports as reflected in locker rooms, and more fully integrated training facilities and equipment room. Thus, the Department has achieved a more integrated equipment management system; however, we could not find any evidence that purchasing and equipment policies have been written and well-defined for each sport. Thus, we are unable to determine the extent to which consistent, non-discriminatory practices exist. The Department of Intercollegiate Athletics is currently developing a Compliance/OperationsManual, which includes a section on Budgeting and Purchasing procedures (Section 15).

3. Developing a salary administration plan for coaches.

Measure of Success: A written plan will be used in setting salaries for new hires and in adjusting salaries of current coaches.

Target Date: The salary administration plan will be completed; 11/1995-96 and implemented in 1996-97.

Responsibility of: Athletic administration, Affirmative Action.

Response: During the period from 1996-2000, an attempt was made at developing a salary administrative plan for coaches. These efforts involved discussions with the Human Resources/Affirmative Action office and the Director of Intercollegiate Athletics on campus. At this time, a useful and workable plan does not exist. Furthermore, the committee feels that such developing a salary plan should be included in the Department of Intercollegiate Athleticsí long-range strategic plan.

4. Continuing efforts to recruit and hire qualified women coaches.

Measure of Success: Contacts with successful women coaches in other conferences will be made. Search committees will be encouraged to identify and recruit women applicants. University recruitment and hiring procedures will be followed.

Response: Since 1996, MSU-Bozeman has hired both head coaches and assistant coaches. Each head coach hire has involved a search committee comprised of members of the Department of Intercollegiate Athletics and other areas from the university. The search committees have been instructed to identify and recruit qualified female applicants and have been briefed on the University recruitment and hiring procedures by the Human Resources/Affirmative Action office. For the hiring of the assistant coaches the Department has also followed University hiring procedures and processes.

Response: It is our impression from discussions with the head coaches of womenís sports that media coverage of womenís sports has improved over the last five years. However, to our knowledge, there is no annual report to the Athletics Committee on activities to implement this objective by the Director of Intercollegiate Athletics as called for in the Equity Plan.

Response: The athletic administration has not developed any annual reports to the Athletics Committee on activities to develop and implement plans to increase attendance at womenís games as specified in the Equity Plan. Attendance at womenís basketball and volleyball games has increased 60% over the past three years, from 10,650 in 98/99 to 16,383 in 00/01. The information on dollars spent on advertising for menís and womenís sports are only available for 00/01. For this year, womenís sports accounted for approximately 32% of the advertising dollars; menís sports accounted for 68%.

IV. Adopt procedures for modifying the University's sports offerings in the future.

By: 1. Assessing student interest in athletics and basing future modifications to the University's sports offerings, in part, on that assessment.

Measure of Success: Survey instrument will be developed. Students will be surveyed and results analyzed.

Target Date: September 1998.

Responsibility of: Athletic administration, Athletics Committee.

Response: The athletic administration in conjunction with the Athletics Committee has not developed a survey instrument to assess student interest in athletics. When the MSU-Bozeman Equity Plan for Intercollegiate Athletics 1996-2001 was developed, it was not clear which Title IX criterion the University would choose to attain compliance. Items 1 and 2 of Goal IV were included in the 1996-2001 plan to provide the option of complying with Title IX requirements by demonstrating that student interest in athletics participation was satisfied by sports in place.

Progress on items 2 and 3 of Goal I brought the University into Title IX compliance under the proportionality criterion before the September 1998 target date for item 1 of Goal IV. It was no longer necessary to pursue the option of demonstrating that student interest in athletics participation was satisfied.

2. Developing criteria for evaluating sports offerings and reviewing current sports for continuance and new sports for addition according to those criteria.

Criteria should include but not be limited to: (1) spectator interest, (2) availability of qualified coaches, (3) availability and proximity of intercollegiate competition, (4) costs, (5) availability and condition of practice and competition facilities, (6) impact on other programs, (7) capacity to generate external support, and (8) ability to compete successfully given existing resource constraints.

Measure of Success: Non-discriminatory criteria for the review of sports offerings will be established.

Target Date: As necessary.

Responsibility of: Athletic administration, Athletics Committee.

Response: The athletic administration and the Athletics Committee were charged with developing criteria for evaluating sports offering and reviewing current sports meeting the criteria listed above. To our knowledge such criteria have not been developed. Thus the committee concludes that the Athletic administration has failed to meet this objective. However, the work of this subcommittee (Equity, Welfare, and Sportsmanship), in conjunction with the development of a new Equity Plan for Athletics and the Policy Manual for the Department of Intercollegiate Athletics, is incorporating the intent of this goal and making recommendations with respect to sports offerings at MSU that support these criteria.

Beginning in August 1996, coaches will provide the athletic administration with accurate lists of participants on the first day of intercollegiate competition.

Measure of Success: 1996 data are included in this Plan as Table 8. Baseline information reflecting participation on the first day of intercollegiate competition will be compiled during 1996-97 and used to measure changes in participation levels and scholarship equivalencies. An annual report of participation, number of student athletes receiving aid, and full grant equivalencies (Tables 2, 3, and 4) will be compiled and annually submitted to the Athletics Committee. The University will comply with the EADA.

Target Date: Ongoing.

Responsibility of: Athletic administration and coaches.

Response: The University has complied with the need to file the EADA reports. These have been done in a timely manner and are readily available on the MSU-Bozeman web site. We are less clear regarding the submission of the annual reports of participation, number of student-athletes receiving aid, and FGEs being submitted to the Athletics Committee. The need for better annual reporting on these indicators as well as other indicators for academics, governance and fiscal areas is a recommendation from the current NCAA self-study.

4. Ensuring that decisions to modify the University's sports offerings are the product of broad-based discussions with the University's sports constituencies.

Intercollegiate athletics has many constituencies including the Athletics Committee, Booster organizations, student government, alumni, and the University administration, which must provide input on any decision to modify the University's current sports offerings.

Measure of Success: This Plan will be distributed to campus and community constituencies, including ASMSU, Boosters organizations, Faculty Council, and alumni organizations and other interested parties. These constituencies will be contacted and involved in decisions to modify sports offerings.

Response: The MSU-Bozeman Equity Plan 1996-2001 was, to our knowledge, distributed to the ASMSU, booster organizations, and Faculty Council, but it is not clear how much attention was paid to this document. Our discussions with coaches and Department of Intercollegiate Athleticsí personnel resulted in mixed responses regarding its distribution, and a clear indication that this document was not discussed or referred to in meetings, orientations, or other planning sessions by the Department of Intercollegiate Athletics and/or Vice President for Student Affairs.

3. Report on the implementation of the plan to address minority issues< developed by the institution during its first-cycle certification process. Specifically, include: (a) the original plan, (b) the action(s) taken by the institution, (c) the date(s) of the action(s), (d) action(s) not taken or not completed, and (e) explanation(s) for partial completion. Include plans for improvement or other recommendations developed during the interim report process, if any.

Appendix IV-A includes the MSU-Bozeman Equity Plan for Intercollegiate Athletics 1996-2001. There were no interim plans or updates developed and approved for either gender or minority equity. The Equity Plan has three major goals for enhancing minority equity. Each of these major goals has a set of objectives and measures of success. We report on the success to date in meeting each of these goals, objectives, and measures of success.

I. Study problems experienced by minority student-athletes and athletics staff and report findings to the Athletics Committee and the Affirmative Action Advisory Committee.

Measure of Success: Surveys will be developed, administered, and results reported to the Athletics Committee.

Target Date: Ongoing.

Responsibility of: Athletic administration, Athletics Committee.

Response: Surveys were not developed, and thus not administered as mandated by this objective. The Athletics Committee has not received any specific results regarding minority student-athletes experience at MSU-Bozeman. The only input from students would have come indirectly through the exit interviews.

Measure of Success: All graduating or transferring student-athletes will have had an exit interview with the Director or Associate Director of Intercollegiate Athletics. The interview will be based on a standardized instrument, which will be designed to elicit responses about both positive aspects of the program as well as problem areas.

Target Date: Ongoing.

Responsibility of: Athletic administration.

Response: Exit interviews have been conducted each year. All graduating student-athletes are invited to participate in these interviews. The complete interviews are on file in the Athletics Administration office. From 1995-2001, exit interviews were completed by less than 50 percent of the graduating student-athletes. In response to this low participation rate, the Athletic Academic Coordinator made the exit interviews a priority in 2001-2002; preliminary estimates from the chair of the Athletics Committee, which began conducting these interviews, suggest that over 90 percent of the graduating student-athletes completed the survey in 2001-2002.

3. Studying graduation and retention rates for minority student-athletes and comparing these to white student-athletes and the student population in general.

Measure of Success: Annual studies of graduation and retention rates will be reported to the Athletics Committee.

Response: In the subcommittee report for Academic Integrity, the six-year graduation rates are reported for the general student population and the student-athlete population for the 1992, 1993, and 1994 cohorts. (See Table II-7 in the Academic Integrity section.) The corresponding graduation rates for the minority student-athletes are: 1992 cohort -- 33.3%; 1993 cohort -- 55.5%; and 1994 cohort Ė 66.7%. These are greater than the general student population for 1993 and 1994 cohorts, and greater than the 1994 cohort percentage for student-athletes. One is cautioned from placing too much emphasis on these rates for minority students due to the extremely small number of minority student-athletes in each cohort (N=6 in 1992 cohort, N=9 in the 1993 cohort, and N=3 in 1994 cohort.).

II. Improve communication between minority athletes, student-athletes, the athletic administration, the University, and the community.

By: 1. Appointing a Student-Athlete Issues Task Force to analyze the types of problems faced by student-athletes in adjusting to the University and community, propose solutions to those problems, and advise the Director of Intercollegiate Athletics.

A similar task force met during 1993-94 and advised the Director of Intercollegiate Athletics on problems encountered by student-athletes in adjusting to the campus and community. Problems identified included racism and intolerance, alcohol abuse, and violence in domestic relationships. The Task Force recommended policy changes and sponsored "administrator-free" conversations between task force members and student-athletes. This objective calls for the establishment of a similar task force, with minority representation, to meet on a regular basis.

Measure of Success: The Task Force will be appointed and will identify problems and propose solutions.

Target Date: During academic year 1996-97. The Task Force will meet three times a year.

Responsibility of: Athletic administration.

Response: A student-administrative task force was formed in 1996-1997. The issues that it addressed have been subsequently rolled into the focus and work of the existing Student-Athlete Advisory Committee (SAAC). SAAC is comprised of a student-athlete representative from each team that is selected by the respective head coach. They meet once a month. Their purpose is listed as follows:

Serve as means for the student-athletes to present specific concerns and suggestions regarding athletics

Provide an opportunity for student-athletes to address their needs

Serve as a liaison to the faculty and staff

Encourage involvement of student-athletes, teams, and Department of Intercollegiate Athletics administration in various community projects with you, your team and the Department of Intercollegiate Athletics.

2. Clearly delineate, for all parties, the expectations that the University has of its student-athletes and that student-athletes have of the University.

There is a great deal of misunderstanding about what intercollegiate athletics means to the institution and to those who participate in it. The University recruits, and, in most cases, provides financial assistance for student-athletes in order to be competitive in the Big Sky Conference and to garner public and booster support for the institution as a whole. Student-athletes compete in intercollegiate athletics for the institution in order to continue to play their chosen sports and to gain the benefits of college educations. This objective calls upon coaches, athletic administrators, student-athletes, University administrators, and the campus community to discuss more openly their expectations of each other.

Measure of Success: Student-athletes, athletic administrators, and University administrators will meet and share mutual expectations.

Response: The committee feels that this objective has been accomplished in the following manner: the SAAC provides a venue for discussion of issues and expectations on the part of athletes, coaches, and other athletic personnel. In addition, a Student-Athlete Handbook has been developed and distributed to student-athletes during their first semester on campus. A copy of this handbook is in Appendix IV-J. The committee suggests that issues regarding student-athlete welfare for all athletes be the subject of the orientation meetings each year. Information on the academic as well as sportsmanship expectations could be discussed.

Measure of Success: Contacts with successful minority coaches in other states will be made. Search committees will enhance their efforts to identify and recruit minority applicants. University recruitment and hiring procedures will be followed.

Response: Since 1996, MSU-Bozeman has hired head coaches and assistant coaches. Each head coach hire has involved a search committee comprised of members of the Department of Intercollegiate Athletics and other areas from the University. The search committees have been instructed to identify and recruit qualified minority applicants and have been briefed on the University recruitment and hiring procedures by the Human Resources/Affirmative Action Office. MSU follows the established procedures and processes for all hiring decisions.

2. Ensuring that salaries for minority coaches are competitive.

Measure of Success: The salary administration plan will be reviewed to ensure that it is not being applied in a racially discriminatory fashion and that special market factors affecting minority coaches are appropriately considered.

Target Date: The salary administration plan will be completed in 1996 and implemented in fiscal year 1996-97.

Responsibility of: Athletic administration, Affirmative Action.

Response: The committee feels that the salaries for minority coaches are competitive. At present we do not have minority head coaches; the minority coaches are at the assistant level. Although the proposed salary administration plan was never developed, the committee feels that the spirit of this objective has been met. It is not obvious that a salary administrative plan is feasible for the Department of Intercollegiate Athletics.

3. Increasing efforts to recruit minority student-athletes in all sports, particularly African- Americans in track, volleyball, and women's basketball, and Native Americans in track and rodeo.

All coaches will develop written plans for recruiting student-athletes from minority populations. The Task Force believes that the coaches of track, volleyball, and women's basketball have significant opportunities to recruit African American student-athletes and coaches of track and rodeo should make special efforts to recruit Native American student-athletes.

Response: The committee is unable to find any documentation that coaches have reported their minority recruitment contacts for any year. However, we do note that MSU-Bozeman athletics have had minority student-athletes on many of the sports teams in recent years. In interviews with the head coaches, they indicated that while the pool of minority athletes is small, they attempt to meet and discuss options with all minority groups, especially Native Americans. Thus we feel that the spirit of this objective is being addressed, if not the annual reporting as requested by the Equity Plan.

4. Maintaining current residence living policies, which allow student-athletes to live off-campus after their freshman year.

Response: The current MSU-Bozeman residence living policy is consistent with this objective.

5. Improving academic support programs for student-athletes.

The academic coordinator effort should be increased to 1.0 FTE. The possibility of developing a mentoring program within the various colleges should be explored.

Measure of Success: The academic coordinator position will be increased to 1.0 FTE. The feasibility of a mentoring program will be explored.

Target Date: 1996-97 and ongoing.

Responsibility of: Athletic administration, Athletics Committee.

Response: The academic support programs, the Academic Center, and the Athletics Academic Coordinator (AAC) are described in the Academic Integrity subcommittee report, Operating Principle 2.2, Self-Study Items 1 and 2. The AAC is a 1.0 FTE.

6. Ensuring that coaches, athletic administrators, and student-athletes are aware of University resources available to them, especially in financial aid, student services, and disabled student services.

Measure of Success: Student services official will attend student-athlete orientation sessions. Student services staff will keep track of numbers of student-athletes seen and report this back to athletic administration.

Response: This objective is important to all student-athletes and has been met through numerous venues including the Student-Athlete Handbook, the SAAC which was discussed above, and freshman orientation seminars. It is our impression that the Student Services staff does not keep track of the number of student-athletes seen on a regular basis and report this back to the athletics administration as mandated in the Equity plan. However, we recognize that often times this is not easy information to obtain, and students using the services may not be identified as a student-athlete. What is important is that student-athletes are receiving this information regarding university resources in a timely manner. Suggestions for improving the flow of information include having this information and services staff personnel at the academic and student-welfare orientation meetings, which include both freshman and transfer students.

4. List all actions the institution has completed or progress it has made regarding all plans for improvement/recommendations developed by the institution during its first-cycle certification process in the student-athlete welfare area. Also, describe any additional plans for improvement/recommendations developed by the institution since the first-cycle certification decision was rendered by the Committee on Athletics Certification. Specifically include: (a) the original plan; (b) the action(s) taken by the institution; the date(s) of the action(s); (d) actions not taken or not completed; and (e) explanations for partial completion

Recommendations of the 1995 Self-Study and Response to Institutional Actions

a. The 1994-95 Subcommittee commends the President, the Booster Association, and the Athletics administration for their efforts to build a new stadium and urges them to give serious consideration to making it a multi-purpose facility available for use by sports other than football. In addition, the 1994-95 Subcommittee recommends that associated facilities such as locker rooms, storage areas, rest rooms, and offices, be designed to help alleviate some of the facilities problems discussed above.

To our knowledge the University administration, the Booster Association, and the athletics administration have not provided any reports on this recommendation. We could find no record that any discussions, which may have occurred, regarding giving serious consideration to making the new stadium a "multi-purpose facility for use by sports other than football," although some administrators indicated that these discussions had occurred. The turnover in the AD position during the past few years may have contributed to the lack of documentation of these discussions. In addition the recommendation also indicated that the associated facilities Ė locker rooms, storage areas, rest rooms, offices Ė be designed to alleviate the facilities problems in other areas. To our knowledge there is some limited use of the "dining" areas and lounges, but this does not extend to the other facilities at this time.

b. The 1994-95 Subcommittee agrees that the number of participants in menís indoor and outdoor track should be capped until the number of participants more closely approximates either the average number of track athletes competing at other schools in the Big Sky Conference or the mean number of track athletes (38) identified in the 1992 NCAA Gender-Equity Study, whichever is greater.

This has been achieved. The number of participants in menís indoor and outdoor track has been capped and is close to the average number of track athletes at other schools in the Big Sky Conference. In 2000-01, MSU had 13 participants in menís cross country, 33 in menís indoor track, and 37 in menís outdoor track. Participants in these three sports in the schools in the Big Sky conference average 11.3 for menís cross country, 29.3 for indoor track and 36.5 for outdoor track.

c. The Subcommittee recommends the hiring of an academic counselor for student-athletes and supports building and staffing an academic achievement center in the fieldhouse.

This has been achieved with the Academic Center. Recommendations for improvements to the operation of the Center and to better defining its mission are provided in the Academic Integrity section of this report.

d. The Subcommittee recommends that administrators in the Department of Intercollegiate Athletics employ additional strategies to recognize and promote minor sports.

Since the last certification, MSU has promoted minor sports in both the support of the facilities, including major improvements in locker rooms, weight rooms, and equipment. Discussions with the head coaches of womenís sports and minor menís sports indicated a general consensus that efforts to promote these sports had improved over the past few years.

e. Administrators in the Department of Intercollegiate Athletics should establish guidelines for team travel and monitor the implementation of these guidelines.

The Department of Intercollegiate Athletics has been developing an Operations/Compliance Manual. Included in the draft version of this manual are guidelines and policies for team travel (See Section 16).

5. List all actions the institution has completed or progress it has made regarding required actions identified by the NCAA Committee on Athletics Certification during the institutionís interim-report process (if applicable) as they relate to equity and welfare issues. Specifically, include for each: (a) the required action, (b) the action(s) taken by the institution, (c) the date(s) of these action(s), (d) action(s) not taken or completed, and (e) explanation(s) for partial completion.